1.1.

Introduction
Competency mapping is important and is an essential exercise. Every well
managed firm should: have well defined roles and list of competencies
required to perform each role effectively.

The competency framework serves as the bedrock for all HR applications. As

a result of competency mapping, all the HR processes like talent induction,
management development, appraisals and training yield much better results.

1.2. Meanings and Definitions

1.2.1. What is a competency?

Competency as a cluster of related knowledge, attitudes, skills and other
personal characteristics that: -
Affects a major part of ones job
Correlates with performance on the job
Can be measured against well-accepted standards
Can be improved via training and development

(Source: Scott Parry 1998, Project Management Competency Development

Framework, PMI)

Competencies in organizations tend to fall into two broad categories:

Personal Functioning Competencies: These competencies include broad

success factors not tied to a specific work function or industry (often focusing
on leadership or emotional intelligence behaviors).

- Functional/Technical Competencies: These competencies include specific

success factors within a given work function or industry.

1.2.2. Competency Profiling and Competency Mapping

What is Competency Profiling?

Competency profiling is the process of identifying the knowledge, skills,
abilities, attitudes, and judgment required for effective performance in a
particular occupation or profession.

Competency profiling is business/company specific.

What is competency mapping?

Competency mapping is the process of identification of the competencies
required to perform successfully a given job or role or a set of tasks at a given
 point of time. It consists of breaking a given role or job into its constituent
tasks or activities and
identifying the competencies (technical, managerial, behavioral, conceptual
knowledge, an attitudes, skills, etc.) needed to perform the same successfully

Definition by McClelland
Competency is an underlying characteristic of an individual that is causally
related to criterion referenced effective and/or superior performance in a job
or a situation.

1.2.3. What is a Competency Model?

A competency model is an organizing framework that lists the competencies
required for
effective performance in a specific job, job family (e.g., group of related jobs),
organization, function, or process. Individual competencies are organized into
competency models to enable people in an organization or profession to
understand, discuss, and apply the competencies to workforce performance.

The competencies in a model may be organized in a variety of formats. No

one approach is inherently best; organizational needs will determine the
optimal framework. A common approach is to identify several competencies
that are essential for all employees and then identify several additional
categories of competencies that apply only to specific subgroups. Some
competency models are organized according to the type of competency, such
as leadership, personal effectiveness, or technical capacity. Other models
may employ a framework based on job level, with a basic set of competencies
for a given job family and additional competencies added cumulatively for
each higher job level within the job family.

1.3. History of Competencies

David McClelland the famous Harvard Psychologist has pioneered the

competency movement across the world. His classic books on "Talent and
Society", "Achievement Motive", "The Achieving Society", "Motivating
Economic Achievement" and "Power the Inner Experience" brought out
several new dimensions of the competencies. These competencies exposed
by McClelland dealt with the affective domain in Bloom's terminology. The
turning point for competency movement is the article published in American
Psychologist in 1973 by McClelland titled where in he presented data that
traditional achievement and intelligence scores may not be able to predict job
success and what is required is to profile the exact competencies required to
perform a given job effectively and measure them using a variety of tests.
This article combined with the work done by Douglas Brey and his associates
at AT&T in the US where in they presented evidence that competencies can
be assessed through assessment centers an on the job success can be
predicted to
 some extent by the same has laid foundation for popularization of the
competency movement.

Latter McBer a Consulting Firm founded by David McClelland and his

associate Berlew have specialized in mapping the competencies of
entrepreneurs and managers across the world. They even developed a new
and yet simple methodology called the Behavior Event Interviewing (BEI) to
map the competencies. With increased recognition of the limitations
performance appraisal in predicting future performance potential appraisal got
focused. And Assessment centers became popular in seventies. The setting
up an Assessment center was in integral part of the HRD plan given to L&T
by the IIMA professors as early as in 1975. L&T did competency mapping and
could not start assessment centers until much latter as it was not perceived
as a priority area.

1.4. What Methodology is used?

The following methods are used in combination for competency profiling:

1.4.1. Literature Review

A preliminary approach to defining job content and identifying required
competencies is to conduct a review of the literature to learn about previous
studies of the job or similar jobs. Quite often, no previous studies have been
conducted. However, if they do exist, they can be extremely helpful in
providing an introduction to the job and a preliminary list of competencies to
consider. The literature review supplements, but does not replace, other data
collection methods. It simply provides a quick overview. Sources of published
literature include books, professional journals, association magazines, theses,
and dissertations. Unpublished studies may be available from professional
associations, consulting firms, colleges and universities that offer training
programs for your target job, and through the Internet. The quality of these
studies will vary widely and they need to be critically evaluated before use.

1.4.2. Focus Groups

In focus groups, a facilitator works with a small group of job incumbents, their
managers,supervisees, clients, or others to define the job content or to
identify the competencies they believe are essential for performance. A series
of focus groups is often conducted to allow many people in the organization to
provide input.
There are different approaches to conducting focus groups. Typically, the
facilitator willuse a prepared protocol of questions to guide a structured
discussion.
 Expert panels are a special type of focus group in which persons who are
considered highly knowledgeable about the job and its requirements meet to
develop a list of the
competencies required for success. The members of expert panels are
typically persons who write about or do research in the relevant discipline,
such as published academics.

1.4.3. Structured Interviews

In structured interviews, carefully planned questions are asked individually of
job

incumbents, their managers, or others familiar with the job. Benchmarking

interviews with other organizations are especially useful in achieving a
broader view of the job or determining which competencies are more
universally deemed necessary for a particular job. However, it is important to
be cautious in applying the information collected from other organizations.
There are many variables such as work environment, culture, and differences
in job responsibilities that may limit the relevance of the information.

1.4.4. Behavioral Event Interviews

In behavioral event interviews (BEI), top performers are interviewed
individually about
what they did, thought, said, and felt in challenging or difficult situations. The
competencies that were instrumental in their success are extrapolated from
their stories. Often, average and low performers are also interviewed to
provide a comparison. The interviewer will ask questions such as: Tell me
about a time when you had an extremely challenging client or Give me an
example of a situation at work in which you had to make a difficult decision.

1.4.5. Surveys
In surveys, job incumbents, their supervisors, and perhaps senior managers
complete a questionnaire administered either in print or electronically. The
survey content is based on previous data collection efforts such as interviews,
focus groups, or literature reviews. The respondents are typically asked to
assign ratings to each listed job element or competency. For example,
respondents may be asked how critical a competency is to effective job
performance, how frequently the competency is used on the job, the degree
to which the competency differentiates superior from average performers, and
if the competency is needed on entry to the job or can be developed over
time. Survey respondents are usually asked to provide in writing any
additional information that they feel is important.
1.4.6. Observations
In this data collection method, the research team visits high performing
incumbents and observes them at work. The more complex the job and the
greater the variety in job tasks, the more time is required for an observation.
For a very routine job in which the same task is repeated over and over
throughout the day, an observation of a couple hours might suffice. For very
complex jobs, observation of a week or more may be required. If the job
changes based on work cycles, seasons, or other factors, the observations
may have to be conducted over a period of weeks or months. The
observation process may include asking employees to explain what they are
doing and why. Sometimes observations of average and low performers are
also conducted

to establish a basis for comparison. The competencies required for effective

performance are then inferred from the observations by persons who are
experts in competency identification.

1.4.7. Job Description

Job descriptions are a basic human resources management tool that can help
to increase individual and organizational effectiveness..

For each employee, a good, up-to-date job description helps the incumbent to
understand:

their duties and responsibilities;

the relative importance of the duties; and,
how their position contributes to the mission, goals, and objectives of the
organization.

For the organization, good job descriptions contribute to organizational

effectiveness by:

ensuring that the work carried out by staff is aligned with the organizations
mission; and,
helping management clearly identify the most appropriate employee for
new duties and realigning work loads.

1.4.8. Work Logs

In the work log method of data collection, job incumbents enter into logs or
diaries their daily work activities with stop and start times for each activity.
Depending on the complexity and variety of the job, incumbents may be
asked to make log entries for several days, weeks, or months.
1.5. Area of Implementation

Figure No. 4 (a)

Recruitment and selection

Choosing the right people to join and progress in an organization.
Competencies can be used to construct a template for using in recruitment
and selection. Information on the level of a competency required for effective
performance would be used to determine the competency levels that new
hires should possess.

Depending upon the accepted definition , competency data may take the form
of behaviors, skills , abilities and other characteristics that have been
associated with effective
Training and Development
Identifying gaps and helping employees develop in the right direction.
Knowing the competency profile for a position allows individuals to compare
their own competencies to those required by the position or the career path.
Training or development plans could focus on those competencies needing
improvement. Additionally education and development curricula would be
linked to improving competency levels to the needed levels needed for
effective performance.

Career and succession planning

Assessing employees readiness or potential to take on new challenges
Determining a person job fit can be based on matching the competency
profile of an individual to the set of competencies required for excellence
within a profession. Individuals would know the competencies required for a
particular position and therefore would have an opportunity to decide if they
have the potential to pursue that position.

Rewards and Recognition

Competency based pay is compensation for individual characteristics for skills
and competencies over and above the pay a job or organizational role itself
commands. Individual characteristics that merit higher pay may come in the
form of competencies (experience, initiative, loyalty and memory portability).

One old fashioned way of improving employee performance is by recognizing

and rewarding effort. Competency pay is the best way to do so. Rewarding
employees for their ability to make the best use of their skills and
competencies in accordance with the organizations needs was the logic
behind this once popular HR tool.
Source: The Hindu, Are you being paid for your competencies?, January
29,2003

Performance Management System

Competencies are critical behaviors demonstrated on the job and, as such,

are often included as part of performance management. Performance
management is about achieving results in a manner that is consistent with
organizational expectations and desired behaviors. Competencies provide
expectations for how the job is performed, not just what gets done.
Assessing competencies as a part of performance management is an
important means of assisting employees in understanding performance
expectations and enhancing competencies on-the-job. Most departments
have their own performance management systems. Competencies may play
an important role in these systems.
1.6. Benefits and Criticism of competency Profiling

Benefits: -

Employees have a set of objectives to work towards and are clear about
how they are expected to perform their jobs.
The appraisal and recruitment systems are fairer and more open.
There is a link between organizational and personal objectives.
Processes are measurable and standardized across organizational and
geographical boundaries.
It gives a clear insight in the necessary qualifications for a job and
therefore;
Provides a common language for discussing job requirements and/or
individuals' capabilities;
Increases identifying the best resources to fill a given role
Provides a tool to help an employee, manager or organization assess its
competencies and identify its future needs;
Ensures the link between business strategy and Human Resource
functions;
Allows strategic-level tracking of the collective strengths and areas of
expertise within an organization.

Criticism:-

It can be over-elaborate and bureaucratic.

It is difficult to strike the right balance between reviewing the competencies
often enough for them to remain relevant but not so often as to become
confusing.
If too much emphasis is placed on 'inputs' at the expense of 'outputs', there is
a risk that it will favor employees who are good in theory but not in practice
and will fail to achieve the results that make a business successful.
They can become out of date very quickly due to the fast pace of change in
organizations and it can therefore be expensive and time consuming to keep
them up-to-date. .
Some behavioral competencies are basically personality traits which an
individual may be unable (or unwilling) to change and it is not reasonable to
judge someone on these rather than what he or she actually achieves.
 2. RESEARCH DESIGN
2.1. Methodology Adopted

Identify Departments and Organization Hierarchy

Obtain Job Description

Conduct Semi Structured Interview

Preparation of List of Skills

Generate List of Competencies

Indicate Proficiency Levels

Validate competencies & Proficiency levels

Prepare competency matrix

Mapping of Competency

Figure No.5 (a)

Step 1 : Identify departments for competency profiling
Here we have to decide and select the departments within the organization
which we would like to include into our study. It is to e noted that
departments should be chosen based on their criticality and importance to the
organization.
At the Torrent Research and Development Center there are 10 departments
For this project all departments have been considered except the four support
functions namely being the information management department, human
resource department, engineering department and Purchase Department
functions.

Step 2 :Identifying hierarchy within the organization and selection of

levels
Study the organization hierarchy across each of the selected departments.
For Torrents Research Centers hierarchy please look at Figure No.2(a). For
the purpose of the study at Torrent Research Center we have selected Senior
Management(Assistant General Manager), Middle Management(Group
leader/Research Associate/Manager) and Junior Management (Scientist II
Executive).

Step 3 :Obtain the job descriptions.

For all three levels at every department we obtained each roles job
description and in cases where they were not available we conducted a
detailed interview to derive a job description.

Step 4 Preparation of semi structured interview

As on of the tools for collecting information we prepared a list of questions
that
would make up a semi structured interview. These questions would be put
forth
employees at all three management levels .

Step 5: Scheduling of interviews

Obtain a list of employees from respective department heads and accordingly
schedule interviews. A minimum of 5 candidates are to be interviewed at each
level in each department.

Step 6: Conducting of interviews

We would have to arrange for the semi structured interviews to be carried out
at a convenient time and comfortable location as per the candidates
convenience. Please Refer to Annexure XI for Sample Set of questions.

Step 7 Recording of interview details

The candidates answers and opinions have to be recorded in as much detail
as possible for further reference during the project.

Step 8: Preparation of a list of Skills

 As per the interview and the details that were generated from the candidate,
we will generate a list of skills observed for the job. Thereon from which a list
of identified competencies should be drawn for each interviewed candidate.

Step 9: Repeat for next levels and functions.

The interviews and appropriate recording of answers should be done at all
remaining levels and other departments within the Torrent Research Center.

Step 10: Make the list of the competencies required for the department
for each level and each function giving behavioral indicators.
For each position at each department a list of competencies observed from
both the job description and the semi structured interview (list of skills) should
be drawn up.
Each competency should be given a name and an appropriate definition that
clearly indicates its meaning and essence.

Step 11: Indicate proficiency levels

Take one competency at a time and indicate different proficiency levels. For
the project four levels of proficiency had to be defined for every competency.
Each proficiency level was defined in term of behavioral indicators.

Step 12 Validate identified competencies and proficiency levels with

Head of Departments.
Confirm competency definitions with respective Head Of Departments and
obtain from the required proficiency levels of each competency that is ideal
for each role. Also locate any missing competencies.

Step 13 Preparation of competency matrix

Prepare a matrix defining competencies required and corresponding
proficiency levels for each level across all departments.

Step 14 Mapping of competencies

Mapping of competencies of selected employees against the competency matrix
as per their employee level and department. Here an employees actual
proficiency level of a particular competency would be mapped against the target
proficiency level.